The decisive battle in the sandbox simulation project of execution capability

"Battlefield Decisiveness" (Execution Edition) simulates the overall operation of a company. In several consecutive simulated business operations, trainees will encounter various problems that often arise in business management: market analysis, strategy formulation, production organization, integrated marketing, financial settlement, etc. The management of each company will decide on their positioning and market strategies based on market information: when to invest in which new product? When to enter the target market? How to expand production capacity to adapt it to market strategies? How to finance? How to balance funds?

There are no inherently failed managers, only failed business management.

Successful companies must have something extraordinary, and failed companies always have ways of decline.

One of the reasons for the failure of an excellent business strategy is that it has not been well executed. In most cases, the difference between a company and its competitors lies in their execution capabilities. If your competitor performs better in execution than you do, it will lead you in all aspects.

Because enterprises are like living organisms, each department acts in coordination under the command of the central nervous system.

Senior decision-makers have information about key business areas (marketing, production, and finance), according to which they chart the trajectory of the company's growth, then delegate key business initiatives to different departments. However, these seemingly flawless strategic plans often end in failure during actual implementation.

The reason is simple: each department has its own language, but these departments lack a unified understanding of the "big picture". If these departments cannot understand each other or if they have different interpretations of the strategic direction set by management, the combined efforts of these departments may fall short of the goals.

Therefore, it is very important to build bridges that connect overall strategic interests between different departments within a company. That is, companies should help employees from all departments (production, marketing, R&D, finance, etc.) understand that a company is an organic whole, and all departments depend on each other. Everything should serve the overall strategy and long-term objectives.

Only when department managers have a comprehensive grasp of the enterprise and can view their department as part of the larger "whole" of the enterprise, can they move in unison towards common goals, work together towards one goal, truly understand the impact of their departmental actions on the organization as a whole.

So, how can companies enable their managerial teams not only to understand the overall strategy and finances of the enterprise, but also use this knowledge in daily production and business activities to seek improvements?

They must work with colleagues to discover opportunities, analyze problems, make decisions, and implement them. Their decisions may succeed or fail, and trainees learn management knowledge, master management skills, comprehend the essence of management, and effectively improve their business management, execution capabilities, and profitability through these experiences of success and failure.